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    by: Osama

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    1 :
    2 : Employee Safety and Health Human Resource Management
    3 : Presented By: Osama Zain 0067 Ahmed Anwar 0056 Ammarah Tariq 0084 Anam Aslam 0089
    4 : Presented By: Ahmed Anwar 0056
    5 : What is Safety? The condition of being protected from or unlikely to cause danger, risk, or injury. Denoting something designed to prevent injury or damage: "a safety barrier"; "a safety helmet“.
    6 : Supervisor’s Role In Safety Safety is not just a case of legal compliance or humanitarianism. Safety is the employer’s responsibility. Safety starts with top management commitment. Safety is an essential part of the on-site supervisor’s job.
    7 : Occupational Safety Law Occupational Safety and Health Act The law passed by Congress in 1970 to assure so far as possible safe and healthful working conditions and to preserve human resources. Occupational Safety and Health Administration (OSHA) The agency created within the Department of Labor to set safety and health standards for almost all workers in the United States.
    8 : OSHA Standards & Record Keeping OSHA Standards OSHA sets general industry standards, maritime standards, construction standards, other regulations and procedures, and issues a field operations manual. Record Keeping Employers with 11 or more employees must maintain records of, and report, occupational injuries and occupational illnesses
    9 : When Accidents are Recorded under Occupational and Health Act
    10 : Form used to Record Occupational Injuries & Illness
    11 : OSHA Inspection Priorities Inspections of imminent danger situations Inspections of catastrophes, fatalities, and accidents that have already occurred Inspections related to valid employee complaints of alleged violation standards Periodic, special-emphasis inspections aimed at high-hazard industries, occupations, or substances Random inspections and reinspections
    12 : Citation & Penalties Citation Is a order informing employers and employees of the regulations and standards that have been violated in the workplace. Penalties Are calculated based on the gravity of the violation and usually take into consideration factors like the size of the business, the firm’s compliance history, and the employer’s good faith.
    13 : Presented By: Ammarah Tariq 0084
    14 : Top Management’s Role In Safety
    15 : Top Management’s Role In Safety (Cont’d) Top management’s commitment requires several things: Personally involved in safety activities. Give safety matters high priorities. Give company safety officer high ranks and status. Include safety training in new worker’s training.
    16 : What Management Can Do? Institutionalize management’s commitment with a safety policy and publicize it. Analyze the number of accidents and safety incidents and then set specific achievable safety goals
    17 : Responsibilities of Employer To meet the duty to provide “a workplace free from recognized hazards.” To be familiar with mandatory OSHA standards. To examine workplace conditions to make sure they conform to applicable standards. To provide a workplace free from recognized hazards Prohibit your employees to entering, or being in, any workplace which is not safe.
    18 : Rights Of Employer To seek advice and off-site consultation from OSHA. To request and receive proper identification of the OSHA compliance officer before inspection. To be advised by the compliance officer of the reason for an inspection. To provide adequate health facilities to the employees Nominate a senior management representative to deal with workers and their health issues in workplace
    19 : Responsibilities Of Employee To comply with all applicable OSHA standards. To follow all employer safety and health rules and regulations. To report hazardous conditions to the supervisor. To take responsible care of your own health and safety To co-operate with your employer, make sure you get proper training and follow company’s health and safety policies
    20 : Rights Of Employee The right to demand safety and health on the job without fear of punishment. As for as possible, to have risks to your health and safety properly controlled To tell your employer about your health and safety concerns If you have reasonable concerns about your health, to stop work and leave the area, without disciplined OSHA cannot cite employees for violation of their responsibilities
    21 : Dealing With Employee Resistance The employer is liable for any penalties that result from employees’ non compliance with OSHA standards. Ways to Gain Compliance Bargain with the union for the right to discharge or discipline an employee who disobeys an OSHA standard. Establish a formal employer-employee arbitration process for resolving OSHA-related disputes. Use positive reinforcement and training for gaining employee compliance.
    22 : 10 Ways to Get into Trouble with OSHA Ignore or retaliate against employees who raise safety issues. Antagonize or lie to OSHA during an inspection. Keep inaccurate OSHA logs and have disorganized safety files. Do not correct hazards OSHA has cited you for and ignore commonly cited hazards. Fail to control the flow of information during and after an inspection. Do not conduct a safety audit, or identify a serious hazard and do nothing about it. Do not use appropriate engineering controls. Do not take a systemic approach toward safety. Do not enforce safety rules. Ignore industrial hygiene issues
    23 : Presented By: Anam Aslam 0089
    24 : What Causes Accidents?
    25 : UnSafe Conditions
    26 : Checklist of Mechanical & Physical Accidents Causing Conditions
    27 : Online Safety Inspection Checklist
    28 : Employee Safety Responsibility Checklist
    29 : Preventing Accidents Reducing Unsafe Conditions Identify and eliminate unsafe conditions. Use administrative means, such as job rotation. Use personal protective equipment.
    30 : Preventing Accidents (Cont’d) Reducing Unsafe Acts Emphasize top management commitment. Emphasize safety. Establish a safety policy. Reduce unsafe acts through selection. Provide safety training. Use posters and other propaganda. Use positive reinforcement. Use behavior-based safety programs. Encourage worker participation. Conduct safety and health inspections regularly.
    31 : Preventing Accidents (Cont’d) Reducing Unsafe Acts through Training Instruct them to in safe practices and procedures. Warn them of potential hazards. Work on developing a safety conscious attitude.
    32 : Preventing Accidents (Cont’d) Reducing Unsafe Acts by Motivation: Posters, Incentives, Positive Reinforcements Posters: Safety posters can apparently increase safe behavior but they are no substitute for a comprehensive safety program.
    33 : Preventing Accidents (Cont’d) Incentive: A thing that motivates or encourages one to do something A payment or concession to stimulate greater output or investment
    34 : Preventing Accidents (Cont’d) Reinforcements: The process of encouraging or establishing a belief or pattern of behavior
    35 : Controlling Workers’ Compensation Costs Before The Accidents: Communicate written safety and substance abuse policies to workers and then strictly enforce policies. After The Accidents: Be proactive in providing first aid, and make sure the worker gets quick medical attention. Make it clear that you are interested in the injured worker and his or her fears and questions. Document the accident; file required reports. Encourage a speedy return to work.
    36 : Presented By: Osama Zain 0067
    37 : Workplace Health Hazards
    38 : Workplace Exposure Hazards Chemicals and other hazardous materials Excessive noise and vibrations Temperature extremes Biohazards, including those that are normally occurring and man-made Ergonomic hazards of poorly designed equipment that forces workers to do jobs while contorted in unnatural positions Slippery floors and blocked passageways
    39 : Infectious Diseases in the Workplace Closely monitor Centers for Disease Control and Prevention (CDC) travel alerts at www.cdc.gov. Provide daily medical screenings for employees returning from infected areas. Deny access to your facility for 10 days to employees or visitors returning from affected areas. Tell employees to stay home if they have a fever or respiratory system symptoms. Clean work areas and surfaces regularly. Stagger breaks. Offer several lunch periods to reduce overcrowding. Emphasize the importance of frequent hand washing and make sanitizers containing alcohol easily available.
    40 : Substance Abuse If an employee appears to be under the influence of drugs or alcohol: Ask how the employee feels and look for signs of impairment such as slurred speech. Do not allow an employee judged unfit to continue working. Send employee for medical care or home. Make a written record of your observations and follow up each incident. Inform workers of the number of warnings the company will tolerate before requiring termination. Refer troubled employees to the company’s employee assistance program.
    41 : Alcohol Related Problems
    42 : Legal Aspects of Workplace Substance Abuse Employer Compliance with the Drug-Free Workplace Act Requires: Publication of a policy prohibiting the unlawful manufacture, distribution, dispensing, possession, or use of controlled substances in the workplace. Establishment of a drug-free awareness program that informs employees about the dangers of workplace drug abuse. Informing employees that they are required, as a condition of employment, not only to abide by the employer’s policy but also to report any criminal convictions for drug-related activities in the workplace.
    43 : Dealing with Substance Abuse
    44 : Improving Productivity through HRIS: Internet Based Safety Improvement Solution Companies need to obtain efficiencies wherever they can, an internet based systems can help them manage their safety programs much more efficiently. For eg; The use of MSD Sheets (Material Safety Data Sheets), Web Based Trainings, Digital Versions of Video Trainings, Power Point Presentations, etc
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    46 : Stress Factors and their Consequences Workplace factors Work schedule Pace of work Job security worries Route to and from work Workplace noise Poor supervision The number and nature of customers or clients Personal Factors Personality type Non-job factors Human Consequences Anxiety Depression Anger Cardiovascular disease Headaches Employer Consequences Diminished quantity and quality of performance Increased absenteeism and turnover Workplace violence
    47 : Stress, Burnout & Depression Stress: Pressure or tension exerted on a material object Reducing Job Stress: Build rewarding, pleasant, cooperative relationships. Don’t bite off more than you can chew. Build an effective and supportive relationship with your boss.
    48 : Stress, Burnout & Depression (Cont’d) Negotiate with your boss for realistic deadlines on projects. Learn as much as you can about upcoming events and get as much lead time as you can to prepare for them. Find time every day for detachment and relaxation. Take a walk to keep your body refreshed and alert. Find ways to reduce unnecessary noise. Reduce trivia in your job; delegate routine work.
    49 : Stress, Burnout & Depression (Cont’d) Limit interruptions. Don’t put off dealing with distasteful problems. Make a “worry list” that includes solutions for each problem. Get more and better quality sleep. Practice meditation when stressed.
    50 : Stress, Burnout & Depression (Cont’d) Provide supportive supervisors. Ensure fair treatment for all employees. Reduce personal conflicts on the job. Have open communication between management and employees. Support employees’ efforts, for instance, by regularly asking how they are doing. Ensure effective job-person fit, since a mistake can trigger stress. Give employees more control over their jobs. Provide EAP including professional counseling.
    51 : Stress, Burnout & Depression (Cont’d) Burnout: The total depletion of physical and mental resources caused by excessive striving to reach an unrealistic work-related goal. Recovering from Burnout: Break the usual patterns to achieve a more well-rounded life. Get away from it all periodically to think alone. Reassess goals in terms of their intrinsic worth and attainability. Think about work: could the job be done without being so intense?
    52 : Stress, Burnout & Depression (Cont’d) Depression: A condition of mental disturbance, typically with lack of energy and difficulty in maintaining concentration or interest in life. Employee Depression: Persistent sad, anxious, or “empty” moods Sleeping too little Reduced appetite Loss of interest in activities once enjoyed Restlessness or irritability Difficulty concentrating
    53 : Disturbance at Work Workplace Smoking Smoking is serious health and cost problem for both employees and employers. For employers, these costs derive from higher health and fire insurance, as well as increase absenteeism and reduce productivity.
    54 : Disturbance at Work (Cont’d) Violence at Work Behavior involving physical force intended to hurt, damage, or kill someone or something. Strength of emotion or an unpleasant or destructive natural force.
    55 : Disturbance at Work (Cont’d) Dealing with Angry Employee Make eye contact. Stop what you are doing and give your full attention. Speak in a calm voice and create a relaxed environment. Be open and honest. Let the person have his or her say. Ask for examples of what the person is upset about. Be careful to define the problem. Ask open-ended questions/explore all sides of the issue. Listen: Often, angry people simply want a supportive, empathic ear from someone they can trust.
    56 : Computer Related Ergonomic Problems Employees should take a 3–5 minute break from working at the computer every 20–40 minutes, and use the time for other tasks. Design maximum flexibility and adaptability into the workstation. Don’t stay in one position for long periods. Reduce glare with devices such as shades over windows and recessed or indirect lighting. Give workers a complete preplacement vision exam to ensure properly corrected vision for reduced visual strain. Allow for positioning wrists at the same level as the elbow. Put the screen at or just below eye level, at a distance of 18 to 30 inches from the eyes. Let the wrists rest lightly on a pad for support. Put the feet flat on the floor or on a footrest.
    57 : Occupational Security and Safety Basic Perquisites for a Security Plan Company philosophy and policy on crime Investigations of job applicants Security awareness training Crisis management
    58 : Setting Up A Basic Security Plan Analyzing the current level of risk. Installing mechanical, natural and organizational security systems. It also includes: Access to reception area. Interior security. Authorities involvement. Mail handling. Evacuation. Backup system.
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    60 : Natural Security Taking advantage of the facility’s natural or architectural features in order to minimize security problems. Mechanical Security The utilization of security systems such as locks, intrusion alarms, excess control systems and surveillance system. Organizational Security Using good management to improve security.
    61 : Evacuation Plan The action of emptying the bowels or another bodily organ. Evacuation plan should contain: Methods for early detection of a problem. Methods for communicating the emergency externally. Communications plans for initiating an evacuation. Communications plans for those the employer wants to evacuate that provide specific information about the emergency, and let them know what action they should take next.
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